Comparative Analysis Essay on Two Articles

Keywords: comparative language analysis articles, article comparison

Introduction

Here the selected two articles are Article 1: “Basics about Employee Motivation” written by Carter McNamara, Article2: “Employee Motivation” by Dr. Robert E. Wubbolding. As the assignment is to do a comparative analysis between two articles on a related topic, the selection was done on topic of employee motivation which is an essential topic in effective business administration.

In the first article it is basically focuses on the new managers and supervisors. First it describes how to clear up the myths of employee motivation. Then it describes basic principles in employee motivation. Subsequently it provides the details of step you can take for employee motivation.

The second article is starts with a serious problem in human resource management and then starts the discussion about the Ideas of the management that need to absolutely give up by the management. Then it opens up for a discussion of why employees succeed or fail and what we can do.

Accordingly there are no clear cut similarities that we can find it these two articles. But after the reading and the understanding it will open-up for broader understanding of the area of employee motivation.

Comparative Analysis

As above said Article 1: “Basics about Employee Motivation” introduces the myths to clear up in the employee motivation. Those are as follows:

“I can motivate people”- Not really — they have to motivate themselves

“Money is a good motivator” – understand the motivation factor of each of employees

“Fear is a damn good motivator” – Fear is a great motivator — for a very short time

“I know what motivates me, so I know what motivates my employees”- Not really different people are motivated by different things.

“Increased job satisfaction means increased job performance”- Increased job satisfaction does not necessarily mean increased job performance

“I can’t comprehend employee motivation — it’s a science” -Supporting your employees to motivate themselves toward increased performance in their jobs. 

Article 2: “Employee Motivation” also introduces the ideas which have to be given up by the management. Those are somewhat new when compare with the myths of article one. The following four ideas are ineffective and actually constitute barriers to increased quality.

As a manager, I can force employees to do what I want them to do

Increasing the compensation package is sufficient to keep people happy

It is not necessary to reward people for “doing what they are supposed to do.”

People are good, honest, and will always perform to the best of their ability

In article one introduces specific steps that can help to go a long way toward supporting the employees to motivate them in an organization.

1. Do more than read this article — apply what you’re reading here

2. Briefly write down the motivational factors that sustain you and what you can do to sustain them

3. Make of list of three to five things that motivate each of your employees

4. Work with each employee to ensure their motivational factors are taken into consideration in your reward systems

5. Have one-on-one meetings with each employee 

6. Cultivate strong skills in delegation

7. Reward it when you see it

8. Reward it soon after you see it

9. Implement at least the basic principles of performance management

10. Establish goals that are SMARTER

11. Clearly convey how employee results contribute to organizational results

12. Celebrate achievements

13. Let employees hear from their customers (internal or external)

14. Admit to yourself (and to an appropriate someone else) if you don’t like an employee

In article two introduces this area as “What you can do” and it says like this, Write a description of the behaviour of two employees with whom you need help. Be specific about their negative behaviours. After you read Employee Motivation, return to these two employees, using your new skills. You will be surprised at your success in helping employees learn to modify their behaviours in positive ways-ways that will help their productivity and make them happier-a win-win for everyone!

But in article one “Basics about Employee Motivation” introduces five basic principles in the employee motivation.

• Motivating employees starts with motivating yourself

it’s amazing how, if you hate your job, it seems like everyone else does, too. If you are very stressed out, it seems like everyone else is, too. Enthusiasm is contagious. If you’re enthusiastic about your job, it’s much easier for others to be, too. Also, if you’re doing a good job of taking care of yourself and your own job, you’ll have much clearer perspective on how others are doing in theirs.

• Always work to align goals of the organization with goals of employees

as mentioned above, employees can be all fired up about their work and be working very hard. However, if the results of their work don’t contribute to the goals of the organization, then the organization is not any better off than if the employees were sitting on their hands — maybe worse off! Therefore, it’s critical that managers and supervisors know what they want from their employees.

• Key to supporting the motivation of your employees is understanding what motivates each of them

Each person is motivated by different things. Whatever steps you take to support the motivation of your employees, they should first include finding out what it is that really motivates each of your employees. You can find this out by asking them, listening to them and observing them. (More about this later on below.)

• Recognize that supporting employee motivation is a process, not a task

Organizations change all the time, as do people. Indeed, it is an ongoing process to sustain an environment where each employee can strongly motivate themselves. If you look at sustaining employee motivation as an ongoing process, then you’ll be much more fulfilled and motivated yourself.

• Support employee motivation by using organizational systems (for example, policies and procedures) — don’t just count on good intentions
• Don’t just count on cultivating strong interpersonal relationships with employees to help motivate them. The nature of these relationships can change greatly, for example, during times of stress. Instead, use reliable and comprehensive systems in the workplace to help motivate employees. For example, establish compensation systems, employee performance systems, organizational policies and procedures, etc.,

In article two also describes this in a different manner. It always focuses to speak to the heart of the reader as considering him or her as a manger rather than introducing concepts and approaches in employee motivation. It is as follows with some key areas that author needs to emphasize. That society believes this is illustrated by the actions of our institutions. Authorities believe that stiffer penalties will, of themselves, cure the drug problem; that more effective punishments will control student behaviour. And the world of employment, in which most people spend a high percentage of their time, has surpassed other institutions in affirming this fallacious theory-that people can be effectively controlled from above. The fact is that employees can be helped to become more productive, to show initiative, and to do quality work. But the use of force alone brings only temporary compliance. If you are willing to make a commitment to change, you can learn how to coach employees in an effective manner. You can learn effective ways to talk with employees who are apathetic, resistant, or who suffer from other negative traits or attitudes. If you have ever found yourself without words to respond to an employee, or getting defensive, or giving in to the urge to verbally attack an employee, you will benefit from implementing the ideas contained in this book. These skills can help you feel more comfortable about your job. You might even look forward to Monday mornings! Positive results depend on one condition-you must learn the technique and then put it into practice.

Article always try to build a conversation with the reader. It introduces the employee’s behaviours where the need of the employee motivation will arise as follows.

Do you have employees who…

• Are consistently late to work?
• Perform below their potential?
• Lack initiative?
• Fail to follow through?
• Seem to be moody?
• Perform poor quality work?

Conclusion

Article 1 first start up with what a manager should give up if he wants to motivate the employees. After that author wants to clear the myths of motivation and then gradually input the fresh ideas of motivation. Article 2, Employee Motivation, is a tool book that addresses the concerns of anyone who ever wanted to Motivate anyone!. It first asks serious of question which reader’s mind will open to a new area. Then introduces basic principles in employee motivation and then things can do when implementing those principles. So more or less both the articles try to open the reader’s mind by thinking that the reader will implement what the authors have mentioned.